consensus (a strength of this generation), they also need to be able to make
the occasional tough call. Many millennials will have to acquire this independent decision-making capability to
become successful leaders.
Share organizational knowledge
via a plan. Millennials like to know
about the roles of others in their organization as well as where it is heading.
Take time to update millennial supervisors on all parts of the company. Create
a plan that outlines the organization’s
various roles as well as its objectives
over several years. This will help new
supervisors better understand how their
role ties in to the big picture.
Work-life balance can exist with
deadlines. Millennials don’t like
forcing objectives or ideas on others and
achieving work-life balance is among
the objectives most commonly highly
ranked by members of this generation.
A new millennial supervisor is not going
to feel good about enforcing deadlines
or extra hours on others.
A healthy and vibrant work-life
2
3
balance should be the goal for a team
80 percent of the time. But emerging
projects might bear unyielding and
inflexible deadlines at times. Being able
to enforce an unpopular timeline that
may require going the extra mile (and
more office hours) is key.
Model generational understanding
and appreciation. Millennials (like
others) can have a difficult time appreciating and understanding co-workers
of other generations. Coaching in this
regard is vital.
A millennial supervisor needs to
know why baby boomers are so loyal
and why Gen X-ers are driven, further,
a millennial supervisor needs to know
how to motivate, look after and lead all
types of people on his or her team.
Establish an appropriate level of
personal and professional workplace
sharing. Many millennials enjoy merging
work with personal time. With such
a framework, sharing with colleagues
about the weekend may very well veer
into overly-detailed sharing. Remember,
this is the share-everything generation;
4
5
co-workers often are more than
colleagues and friends as well. Modeling
healthy boundaries for a new supervisor
and encouraging them to do the same
with their teams will be advantageous.
Clearly explain that meeting all
requirements of a job description is
only part of the job. As a millennial learns
a new leadership role and how to work
with new team members, he or she will
seek out all the details and an exact direction. Your new supervisor will review the
job description and anything asked that
falls outside may be open for challenge.
Coach this person to deftly navigate
through the phases of an organization’s
development and why they exist. S
6
This article originally appeared on
Entrepreneur.com. Patrick Proctor, SPHR is
vice president of operations at Stash Tea
Company in Portland, Oregon, and is an
experienced organizational development/
HR and strategic business planning leader.
Proctor writes about workplace issues and
business operations. Follow Proctor
@OAKSPROUT.
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